When Operations Become a Barrier to Progress
We must in no way neglect the importance of operations, as they keep the wheels turning and create value, but operations alone are not enough; there must also be progress.
Full Speed Ahead in Place
We operate in extremely dynamic environments, where unpredictability, challenges, and complexity push us to focus on day-to-day decisions just to maintain some stability. Many systems and processes are not adapted to a dynamic world, making it even more complex to meet new market demands.
Instead, many experience that the organization is under pressure because we become somewhat trapped in systems and processes that are not fully equipped for new and changing demands. We simply aren’t flexible and fast enough, which means we can become stuck in operations. But when we are stuck in operations, it essentially means we’re standing still – we’re running incredibly fast just to stay in the same place. In other words, there is little to no progress.
We Can’t Afford to Stand Still in a Dynamic Market
Even if we’re moving forward and incredibly busy, we may still be standing still or losing momentum, which means that, within a relatively short time frame, we will lose energy, enthusiasm, talent, skills, and potential – we lose value on multiple levels. We need progress in a rapidly developing world, and we must, to some extent, keep up – but based on well-considered strategic decisions, of course!
As has been said many times, no development is the path to decline – and there are many examples of this over time. Just look at the development of the top 100 brands over the last 10 years – it’s thought-provoking. So, I’ll say it again – no development is the path to decline!
But What Do We Do – Stop Operations and Focus Solely on Progress? No, Of Course Not…
Merge Operations and Progress in a Sensible Way
As mentioned at the beginning, we must in no way neglect the importance of operations, but operations alone are not enough; there is also a need for progress. The reverse is also true, for if we focus solely on progress, there is a high probability that operations will no longer be optimal and efficient.
We need to find a natural balance between operations and progress; both are important in the short and long term. Set the direction, define the framework, set common goals, and specify actions – so that operations and progress blend better together. Whether you are a top leader or a middle manager, take responsibility, because it’s yours.
Like many other things, this is a strategic and leadership matter – tackle the challenge and see it as an opportunity to take a close look at what’s happening.
